The promotion of assets in the community

Espoon keskuksessa toteutetun osallistava budjetointi Mun Idea -hankkeen osatuoto

Rethinking the risk matrix

So far risk has been mostly defined as the expected value of a loss, mathematically PL (being P the probability of an adverse event and L the loss incurred as a consequence of the adverse event). The so called risk matrix follows from such definition. This definition of risk is justified in a long term “managerial” perspective, in which it is conceivable to distribute the effects of an adverse event on a large number of subjects or a large number of recurrences. In other words, this definition is mostly justified on frequentist terms. Moreover, according to this definition, in two extreme situations (high-probability/low-consequence and low-probability/high-consequence), the estimated risk is low. This logic is against the principles of sustainability and continuous improvement, which should impose instead both a continuous search for lower probabilities of adverse events (higher and higher reliability) and a continuous search for lower impact of adverse events (in accordance with the fail-safe principle). In this work a different definition of risk is proposed, which stems from the idea of safeguard: (1Risk)=(1P)(1L). According to this definition, the risk levels can be considered low only when both the probability of the adverse event and the loss are small. Such perspective, in which the calculation of safeguard is privileged to the calculation of risk, would possibly avoid exposing the Society to catastrophic consequences, sometimes due to wrong or oversimplified use of probabilistic models. Therefore, it can be seen as the citizen’s perspective to the definition of risk

A Co-Opetitive Automated Negotiation Model for Vertical Allied Enterprises Teams and Stakeholders

Upstream and downstream of supply chain enterprises often form a tactic vertical alliance to enhance their operational efficiency and maintain their competitive edges in the market. Hence, it is critical for an alliance to collaborate over their internal resources and resolve the profit conflicts among members, so that the functionality required by stakeholders can be fulfilled. As an effective solution, automated negotiation for the vertical allied enterprises team and stakeholder will sufficiently make use of emerging team advantages and significantly reduce the profit conflicts in teams with grouping decisions rather than unilateral decisions by some leader. In this paper, an automated negotiation model is designed to describe both the collaborative game process among the team members and the competitive negotiation process between the allied team and the stakeholder. Considering the co-competitiveness of the vertical allied team, the designed model helps the team members making decision for their own sake, and the team counter-offers for the ongoing negotiation are generated with non-cooperative game process, where the profit derived from negotiation result is distributed with Shapley value method according to contribution or importance contributed by each team member. Finally, a case study is given to testify the effectiveness of the designed model

Isomorphic effects of managerial and directoral career paths

The extensive array of interlocking directorate research remains near-exclusively cross-sectional or comparative cross-sectional in nature. While this has been fruitful in identifying persistent structures of inter-organisational relationships evidence of the impact of these structures on organisational performance or activity has been more limited. This should not be surprising because, by their nature, relationships have strong longitudinal and dynamic qualities that are likely to be difficult to isolate through cross-sectional approaches. Clearly, managerial practice is inevitably strongly conditioned by the specific contingencies of the time and the information available through networks of colleagues and advisers (particularly at board level) at the time. But managerial and directoral capabilities and mental sets are also developed over time, particularly through previous experiences in these roles and the formation of long-lasting 'strong' and 'weak' relationships. This paper tests the influence of three longitudinal dimensions of managers and directors' relationships on a set of indicators of financial performance, drawing from a large dataset of detailing historic board membership of UK firms. It finds evidence of isomorphic processes through these channels and establishes that the longitudinal design considerably enhances the detection of performance effects from directorate interlocks. More broadly, the research has implications for the conception of collective action and the constitution of 'community'

Formulación de un marco de referencia en negociación colaborativa para el área de abastecimiento de Hada S.A.

El mundo del siglo XXI se hace cada vez más globalizado, la oferta de bienes y servicios se ha extendido con un importante margen de competencia y con ella, la necesidad de un mayor conocimiento en negociación que haga más efectivas y eficientes las relaciones comerciales; bajo estas circunstancias representa un gran reto para las empresas la actualización profesional para encontrar una metodología que abarque los diferentes aspectos que deben tenerse en cuenta, tanto durante la negociación como antes y después de la misma. En este sentido, se formula un marco de referencia colaborativa para el área de abastecimiento de Hada S.A. con el enfoque “ganar – ganar”, privilegiando las relaciones comerciales de largo plazo y que asegure las buenas prácticas, a fin de evitar negociaciones empíricas o en condiciones erróneas para la empresa que perjudicarían no sólo los costos sino también su sostenibilidad. Se inicia con la recopilación de estudios e investigaciones que puedan aportar conocimiento en el tema y una evaluación de las necesidades de la empresa articulando los conceptos teóricos a la práctica hasta formular un Marco de Referencia de Negociación Colaborativa para el área abastecimiento de Hada S.A. promoviendo una cultura de gestión que aporte al orden y estructuración de procedimientos, con beneficios significativos para la empresa y para otras organizaciones que puedan adaptarlo a sus necesidades y obtener ventajas competitivas. El mundo del siglo XXI se hace cada vez más globalizado, la oferta de bienes y servicios se ha extendido con un importante margen de competencia y con ella, la necesidad de un mayor conocimiento en negociación que haga más efectivas y eficientes las relaciones comerciales; bajo estas circunstancias representa un gran reto para las empresas la actualización profesional para encontrar una metodología que abarque los diferentes aspectos que deben tenerse en cuenta, tanto durante la negociación como antes y después de la misma. En este sentido, se formula un marco de referencia colaborativa para el área de abastecimiento de Hada S.A. con el enfoque “ganar – ganar”, privilegiando las relaciones comerciales de largo plazo y que asegure las buenas prácticas, a fin de evitar negociaciones empíricas o en condiciones erróneas para la empresa que perjudicarían no sólo los costos sino también su sostenibilidad. Se inicia con la recopilación de estudios e investigaciones que puedan aportar conocimiento en el tema y una evaluación de las necesidades de la empresa articulando los conceptos teóricos a la práctica hasta formular un Marco de Referencia de Negociación Colaborativa para el área abastecimiento de Hada S.A. promoviendo una cultura de gestión que aporte al orden y estructuración de procedimientos, con beneficios significativos para la empresa y para otras organizaciones que puedan adaptarlo a sus necesidades y obtener ventajas competitivasAbstract The world of the 21st century is becoming increasingly globalized, the offer of goods and services has extended and with it, the need for higher knowledge in negotiation, making efficient and effective commercial relations. Under these circumstances, there is a great challenge for companies to find a methodology that covers different aspects that must be taken into account before, during and after a negotiation. In this sense, a collaborative reference frame with a win – win approach is formulated for the supply area of Hada S.A., prioritizing long-term business relationships and ensuring best practices in order to avoid empirical negotiations or inaccurate conditions for the company that would harm its costs and sustainability. This study begins with research that can contribute to the understanding of negotiation and an evaluation of the company’s needs to articulate both and formulate a Framework of Collaborative Negotiation for Hada S.A. In is a practical work that brings significant benefits such as the promotion of management culture that contributes to ordering and structuring of procedures and relations, obtaining competitive advantages, not just for Hada S.A. but for every other company that can adjust it to their needsMaestrí

Micro wholesaling businesses involved in the sector of confectionary products - strategies of survival and growth

It can be argued that the problematic situation where micro Greek wholesaling businesses find themselves has been a result of the strong presence of supermarkets and superstores in the last years. The researcher attempts to picture the current market reality that constitutes the background of the Thesis by posing the main research question: "How can micro Greek wholesaling businesses involved in the confectionary products' sector identify and implement suitable survival and growth strategies in order to cope with increasing competition in a market characterized by a large expansion of supermarkets and chain stores?". The factors that triggered research are related to the researcher's avocation with the sector of confectionary products; having worked in a micro family wholesaling enterprise in the past (and still involved in it occasionally when demand for confectionary products is increased), the survival and growth prospects of this firm constitutes an issue of high importance for the researcher and his family. The researcher believes that the study of similar wholesaling firms-case studies would highlight potential survival and growth strategies, useful for the family business; in this way, he holds the view that he contributes to the solution of an intense family problem. Apart from the personal interest for the survival and growth of micro wholesaling firms, it can be argued that the confectionary products' sector is a dynamic field that provides the opportunities to a researcher to evolve to a consultant or a specialist practitioner

An analysis of the implementation of horizontal collaboration to enhance performance in the logistics industry

This thesis examines the extent to which horizontal collaboration is being undertaken in the logistics industry, the different ways horizontal collaboration is being implemented in the logistics industry and the performance enhancements that can be achieved by logistics companies through horizontal collaboration partnerships. Research into the subject of horizontal collaboration has only in the past 5 years gained enough momentum and support to become a topic in its own right, rather than a footnote to research on vertical collaboration. For this reason existing research on the topic has been confined to a small number of areas and very little literature exists on comparing the performance enhancements of different types of horizontal collaboration. This research involved a large-scale survey to investigate general patterns and perceptions of horizontal collaboration in the logistics industry and following that a number of case studies were undertaken to gain in-depth knowledge of how horizontal collaboration can be successfully undertaken. The results from these were then developed into a set of guidelines which can be used by logistics companies implementing horizontal collaboration by providing information on issues such as problems that can be addressed using horizontal collaboration, necessary partner requirements, necessary internal requirements, duration and formality of the collaboration, benefits, risks and obstacles for each of the four main types of horizontal collaboration being undertaken in the logistics industry. Horizontal collaboration was found to be a wide-spread practice in the UK Logistics industry across companies of all sizes and types. The most common form of horizontal collaboration is ‘shared services’, however, ‘joint ventures’ are perceived to be the most effective form of collaboration